Letters | How new accountability system for Hong Kong civil servants can be impactful
Readers discuss the accountability system proposed in the chief executive’s policy address, and funding for foreign language learning in schools
For years, government departments lived by one rule: do not aim for success, just avoid failure. Endless red tape kills initiatives before they start. For accountability to work, we need measurable targets that show results. Each department should focus on three to five key outcomes with clear deadlines.
But punishment alone will not change how people work. We need to reward innovation. Reward results. Reward public servants who step up and get things done.
Currently, Hong Kong has two separate accountability systems. The new heads of department system covers civil servants, while the existing principal officials system covers political appointees. These need to connect into one unbroken responsibility chain from bureau secretaries down to frontline civil servants, with everyone subject to performance evaluation and consequences tied to results.
The Hong Kong government has a chronic problem: authority and responsibility do not match, and different levels have different goals. Senior officials handle external commitments, middle management controls resources, frontline staff focus on implementation. Too often everyone works separately, and the final results do not match expectations.